Upload
others
View
3
Download
0
Embed Size (px)
Citation preview
PsychologicalRiskManagementIntroduction&Guidance
Version 0.6
Psychological Risk Management: Introduction & Guidance
Version 0.6 Page 2 of 13
CollegeofPolicingLimited
LeamingtonRoad
Ryton-on-Dunsmore
Coventry,CV83EN
Publicationdate:Winter2017
ISBNNumber:
Authors:DrIanHesketh,DrNoreenTehrani&ProfJohnHarrison
©–CollegeofPolicingLimited(2017)
Allrightsreserved.Nopartofthispublicationmaybereproduced,modified,amended,storedinany
retrievalsystemortransmitted,inanyformorbyanymeans,withoutthepriorwrittenpermission
oftheCollegeorasexpresslypermittedbylaw.
Anyonewishingtocopyorre-useallorpartofthispublicationforpurposesotherthanexpressly
permittedbylawwillneedalicence.
Wherewehaveidentifiedanythird-partycopyrightmaterialyouwillneedpermissionfromthe
copyrightholdersconcerned.Thispublicationmaycontainpublicsectorinformationlicensedunder
theOpenGovernmentLicencev3.0atwww.nationalarchives.gov.uk/doc/open-government-
licence/version/3/
AnyotherenquiriesregardingthispublicationpleasecontactusattheCollegeon08004963322or
TheCollegeofPolicingiscommittedtoprovidingfairaccesstolearninganddevelopmentforallits
learnersandstaff.Tosupportthiscommitment,thisdocumentcanbeprovidedinalternative
formatsbycontactingtheCollegeon08004963322oremailcontactus@college.pnn.police.uk
Psychological Risk Management: Introduction & Guidance
Version 0.6 Page 3 of 13
IntroductionThispaperprovidesanintroductionandguidancetoforcesconsideringhowtoassessandmanageareas of policingwhere there is a higher level of exposure to psychological hazards known to beassociatedwithanincreasedriskofanxiety,depression,primaryandsecondarytrauma.
TheManagementofHealthandSafetyatWork (1999)Regulationsprovidesthe frameworkwithaspecificreferencetotheneedforriskassessmentandmanagement.
“Every employer shall ensure that his employees are provided with such healthsurveillanceas isappropriatehaving regard to the risks to theirhealthandsafetywhichareidentifiedbytheassessment.”
RiskManagementfallswithinthewiderRiskControlandManagementCycleinwhichorganisationsarerequiredtoundertakekeyfiveactivities:
1. Identifytherisksintheworkplace:Whathazardsexistandhowcouldthesehazardsaffectthehealthandwellbeingofemployees?
2. Find out who might be harmed and how this might occur:Whomight be exposed?Whichgroupsareparticularlyvulnerable?Howcouldtheybecomeexposed?Whichrolesortasksareparticularlyhazardous?
3. Analyse and evaluate the level of risk:What is the likelihood of an injury occurring? Whatcouldbethemagnitudeofharmcaused?Howcantheriskbemeasured?
4. Establishways to reduce the risks: Whatarethecontrolmeasures?Aretheyproportionate?Howshouldtheybeimplemented?Whowouldberesponsible?
5. Record,monitor, review and improve:How is the surveillanceprogrammeworking?Howdowe comparewith other organisations (including those outside Policing)?What canwe do toimprove?
Theapproachcoversallstagesofemployment;startingwithrecruitment,induction,deploymentandpostincidentsupport.Tobesuccessfulthereisalsoaneedforsomeinvestmentinthetrainingandeducationofofficersandstaffinhowtorecognisesymptomsofpsychologicaldistressandtoprovidetheearlyinterventionsessentialtothewellbeingofpoliceofficersandstaff.
Thepapercannotcoveralleventualities,rolesthatinvolveanexposuretohighlevelsofstressand/oroccasionalexposuretotraumaticeventsarecoveredbytheBlueLightWorkplaceWellbeingFrameworkandtheEarlyInterventionPost-Traumaproceduresadoptedbyforces.Thefollowingguidancerelatestotheriskassessmentandmanagementofhighriskroleswithinpolicing.
DrIanHesketh
CollegeofPolicing
Psychological Risk Management: Introduction & Guidance
Version 0.6 Page 4 of 13
Guidance Thisguidanceappliestoallareasofpolicingwithhighlevelsofpsychologicalhazard.Policeforcesarecommittedtopromotingthehealth,safetyandwellbeingoftheirstaffandofficersbyprovidingsuitableworkingarrangementsandenvironments.
TheCollegeofPolicingrecognisesthatsomeofficersandstaffareexposedtoahigherlevelofdistressingexperiences,materialsand/orinformationandacknowledgethatthisexposurecanaffectmentalandemotionalhealthandwellbeing.tisthedutyofeachforcetoassessthesepsychologicalhazardsandputinplacereasonablecontrolstomitigateandmanagethepsychologicalrisktoemployees.
WhilstthecoreofthisguidancecomesfromHealthandSafetylegislation,someoftheelementsaretakenfromamilitaryapproachadaptedforapolicingenvironment.
Common Q's and A’s
Q.WhatIsPsychologicalRiskManagementandWhyDoWeNeedIt?
A.Somerolescarryadditionalvulnerabilityandhavethepotentialtointerferewithanindividual’semotionalandmentalwellbeingduetothenatureofthecontentfacedaspartoftheirday-to-dayactivities.Manyindividualshaveanin-builtabilitytodealwithacertainlevelofpsychologicalstressbutthisabilityvariesfrompersontoperson,andchangesovertimeorcircumstance,largelydependentonstressandresiliencelevels.Policyandguidancedocumentshavebeenintroducedtoraisegeneralawarenessandprovideguidanceforindividualsandmanagementalike.
Q.WhoHasResponsibilityforMonitoringPsychologicalRisk?
A.Wealldo.Asalinemanagerorpeer,thepsychologicalwelfareofthosewithwhomyouworkisparamount.PsychologicalRiskManagementhasbeenestablishedtooverseethemanagementofpsychologicalrisk,particularlyofficersandstaffthatcarryoutvulnerableroles.
Q.WhatDoINeedtoBeAwareofInAVulnerableRole?
A.Primarilyitisaboutrecognisingandunderstandingyourownresponsestopsychologicalthreatsandhowyoumanagethis.Individualsmustraiseissuesofconcernwithlinemanagementiftheyfeeltheirworkinvolvesanincreasedriskofpsychologicalhazards.Theyshouldseekadvice,andifnecessary,counsellingthroughtheiroccupationalhealthorwelfaresupportservicesiftheybecomeawareofaproblemwithinthemselves.
Psychological Risk Management: Introduction & Guidance
Version 0.6 Page 5 of 13
Q.WhatDoINeedtoBeAwareofAsALineManager?
A.Linemanagersmustseektodevelopanenvironmentthatde-stigmatisesmentalhealthandencouragesreportingofconcerns.Linemanagersmustmakeajudgementifrolesareatdangerofcausingpsychologicalrisk.Potentialexposuretopsychologicalrisksmustbeclearlystatedwithinapost’sJobSpecsandTOR’s.Withintheworkingenvironmentstaffmustadheretoclearprotocolsandlimitaccesstosensitivematerial.Linemanagersmustprovidedebriefs,impactmonitoringandsupervisionatregularintervalsasappropriate.
Q.WhatHelpIsAvailable?
A.Firstly,allshouldfamiliarisethemselveswiththeconceptofPsychologicalRiskManagement.Anindividualshouldbeabletoraiseconcernswiththeirlinemanager,peers,welfarestaff,oroccupationalhealthatanytime,andexpecttobesupported.Alistofmentalhealthtrainedstaffshouldbemadeavailabletoallstaffonarangeofmedia,suchasnewsletters,internalcommsandintranets.Regardlessofrankorposition,itiseveryone’sresponsibilitytounderstand,identifyandreportpsychologicalrisksintheworkplace.Allpersonnelshouldadheretoandpromoteaculturewherepsychologicaleffectsarenotseenasasignofweaknessorincompetenceinanycircumstance.
Risk Assessment and Management
1. Identifyingtherisks
Manypolicingactivitieswhichareknowntohaveapotentialforcausingpsychologicalharmandthereforecan be foreseen. The Health and Safety Executive have developed Management Standards whichidentifiedfivepotentialhazardswhichshouldbemonitoredandcontrolled inorganisations(HSE,2009).Thesestressrelatedhazardsinclude:thelackofcontrolandsupport,exposuretoconflictualrelationships,poorly defined roles and organisational change and can result in the workers suffering psychologicalinjuriesincludinganxietyanddepressivedisorders.
Inadditiontoworkplacestress,severalpolicingrolesareexposedtomoreextremehazardsaspartoftheirwork.Theseofficersandstaffareexposeddirectlyorindirectlytodeath,traumaanddistresswherethepossibility of psychological injury is known and is therefore foreseeable. There is a significant body ofevidencetoshowthatworkersdirectlyor indirectlyexposedtotraumaticeventsduringtheirworkhaveanincreasedriskofdevelopingpost-traumaticstressdisorder,majordepression,anxiety,alcoholordrugdependency (Breslau, 1998). These include: body handling, shootings, rape and other sexual assaults,transportationdisasters,physicalattacks,verbalthreats,harassmentandaccidents.ThelatestversionoftheAmericanPsychiatricAssociationguide topsychiatricdisorders (APA,2013)providesdescriptionsofstress related hazards which can lead to post traumatic stress disorder, acute stress disorder andadjustmentdisorder.
Psychological Risk Management: Introduction & Guidance
Version 0.6 Page 6 of 13
During this phase of the cycle each Force should examine all the roles within their organisation to identify any known hazards to the psychological health of employees. Human resources and occupational health should be alert to research and case law relating to work related psychological injury; this may involve looking at claims for compensation, stress/ trauma research and epidemiology.
2. Findoutwhomightbeharmedandhowthismightoccur
Aftertheriskassessment,thenextstageofthecontrolcycleistoidentifywhichofficersandstaffareatgreatestriskandhowtheymightbeharmed.Thereisgrowingevidencetoshowthatcertainemployeesareatmoreriskthanothers.TheManagementofHealthandSafetyatWorkRegulationsidentifyseveralcategoriesofemployeeswhorequireattentionincludingnewrecruits,newandpregnantwomen.
Research in to anxiety, depression and traumatic stress has shown awider range of vulnerability. Thisincludes:gender,personality,levelofeducation,pre-existingdisordersandearlylifeabuse.Thesefactorshavebeenshowntoincreasetheimpactofanexposuretoahazardouseventandneedtobeconsideredin recruitment, taskdesignand theprovisionof support, so it is important to identifywhich individualsmay be atmore risk, to introduce reasonable adjustments and to take account of these vulnerabilitieswhen planning and undertaking a surveillance programme (Breslau, 2009; Alexander & Klein, 2003;McFarlane,2004).
ThisphaseofthecontrolcyclerequiresForceslookathowaparticularemployeemaybecomeexposedtoa hazard. Understanding roles and how these roles are undertaken is important. Thiswould generallyrequireaninterviewwithworkerstofindouthowtheyengageinhazardoustaskstoidentifywhatmightbeinvolvedinincreasingormitigatingtherisks.Forexample,childprotectionofficer’sroleistoidentify,assessandinvestigateriskstochildren.Ifachildprotectionofficerhasachildofasimilaragetoavictimofabusethiscouldincreasestheriskofsecondarytrauma.Thisriskmaybeincreasedormitigatedbythelevelsoftraining,emotionalpreparationandsupportprovided.
3. Analyseandevaluatethelevelofrisk
Themosteffectivewaytosystematicallyanalyseandevaluatetheimpactofthepsychologicalriskwithinanorganisationisthroughpsychologicalscreening. It is importanttocheckthereliabilityandvalidityofthequestionnaireandtomakesurethatthepersonadministeringandinterpretingtheresults istrainedandcompetent inpsychometric testing. Thereareseveralquestionnairesandscreeningtools thathavebeendevelopedthatcanbeusedtohelptoanalyseandevaluatethelevelofpsychologicalriskfacedbyworkers. Researchhasbeenundertakeninclinicalandorganisationalsettingstocreatemeasureswhichassess the levels of symptoms and identify vulnerability and protective factors implicated in thedevelopmentofpsychiatricdisorders. Wilson&Keane (2004)provideagoodreviewof theassessmenttoolsandtheirreliabilityandvalidityinassessingtraumasymptoms.
An effective surveillance programme should also measure other relevant factors including personalvulnerability where gender, introversion/extroversion and neuroticism/emotional stability have beenshown to important factors (Tehrani, 2016). Several psychometric tools can be used to measurepersonality,oneoftheearliestbeingthethreefactorEPI(Eysenck&Eysenck,1975)andmorerecentlythefive factor NEO-PI (Costa & McCrae, 1992). Both personality questionnaires measure the importantextraversion/introversionandneuroticism/stabilitycontinuums.PersonalitytestscanonlybeinterpretedbyaBritishPsychologySocietyregisteredandqualifiedtestuser(BPS,2014).
Psychological Risk Management: Introduction & Guidance
Version 0.6 Page 7 of 13
The effective use of coping skills and personal resilience factors can also be a helpful in identifyingvulnerabilitytoharm.ThereareseveralvalidandreliablemeasuresthatcanbeusedtoassessindividualresilienceincludingmeasuressuchasCOPE(Carveretal,1989)Hardiness(Bartoneetal,2008)andSenseof Coherence (Antonovsky, 1993). Some of these questionnaires can only be used by a registeredpsychologist(BPS,2014)othersaremorewidelyavailable(Brewin,2005).Resiliencetrainingsessionscanalso be an effectivemeans of improving personal resilience (Hesketh et al, 2015) and the use of self-administeredonlineawarenessinstrumentscanalsobeused,suchasi-resilience(Robertson&Cooper).
Forces may access a provider of electronic psychological screening or employ a suitably qualifiedpsychologisttoundertakethescreeningontheirbehalf(ACPO,2009).ScreeningisnormallymanagedbyOccupational Health (OH). Having undertaken surveillance screening, the OH should identify thepsychological “hotspots” where employees are experiencing above the expected levels of clinicalsymptoms.
An OH Advisor should speak to themanagers and employees to identify what might have caused theraised prevalence of symptoms, examining organisational factors including, recruitment, training,procedures,workloadandcontrolorchangesinthenature, incidenceormagnitudeofthepsychologicalhazard.
As the use of psychological surveillance increases it should become possible to benchmark withorganisationsfacingsimilarhazards.
4. Establishwaystoreducetherisks
Thecontrolcycleinvolvesthreelevelsofriskreductioninterventions:
a)primaryinterventions:involvingchangestoworkingpracticesorprocedures;
b) secondary interventions: help employees detect and manage their responses to hazards withoutattempting to eliminate or modify them. Training aimed at increasing resilience and coping skills areusefulinreducingtheimpactofpsychologicalhazardsand;
c) tertiary interventions: involving the provision of individual support to people who become ill,facilitatingareturntoworkandlearninglessonsaboutcausation(Jordanetal.2003);
Police forces should concentrate on facilitating primary interventions as these reduce risks at source.Primary interventions requiremanagement agreement and support as they typically involve changes inways of working, equipment or procedures. The use of benchmarking with other organisations canidentifygapsandopportunitiesforimprovements;thisisagoodwaytohighlightwhatmightbedonetoreducetheprimaryrisks.
Secondary interventions can involve the Force in developing educational presentations to help theemployeerecognisehowtoreducetheriskofpsychologicalharmandidentifytheearlysignsofdistress.Oneofthemoreeffectivewaysofreducingtheriskofpsychologicalill-healthisthestructuredinterviewwith employees which combines secondary and tertiary interventions. Employees identified asexperiencing difficulties in the screening should be offered a structured interview which will help toidentify the most appropriate intervention options. These options may include training to increaseresilienceorcoping,anadjustment to therole,additionalmanagementsupportor re-deploymenttoanalternative role. Employees suffering from clinical symptoms may require a referral for therapy orpsychiatrictreatment.
Psychological Risk Management: Introduction & Guidance
Version 0.6 Page 8 of 13
5. Record,monitor,reviewandimprove
Organisationsneedtomaintainrecordsofthewaythattheyarehandlingphysicalandpsychologicalriskstoemployees.Notonlyisthisimportanttothesurveillanceprocessbutitalsohelpstodemonstratethatthe organisation is meeting its legal duties. Occupational health departments should work withmanagementtoensurethatdataiscollectedandthatopportunitiesforimprovementaretaken.
Itisimportantthatariskregisterismaintainedwhichcoversanysignificantpsychologicalriskandarecordof the results from the programme of psychological surveillance. Occupational Health should providemanagement with the information on the fitness of employees to undertake their role, where theemployeeiscurrentlyunfitguidanceshouldbeprovidedonanyadjustmentsorneedforredeploymentinanalternativerole.Managementinformationshouldalsobeprovidedontheoperationofthesurveillanceprogramme,thenumbersofpeopleengagingintheprogramme,numberofrolesassessedasneedingtobe part of the surveillance programme, levels of fitness, areas of concern and opportunities forimprovement(Everton,2014)
Psychological Risk Management Procedures
Recruitment Roleswhichposeapsychologicalhazardtothewellbeingofofficersandstaffshouldbeassessedandregularlyreviewed.Applicantsshouldbemadeawareofthenatureoftherisks,therequirementthattheymayneedtoundergopre-deploymentassessments,monitoringandreviewidentified.Linemanagersshouldmakesurethathighriskrolesareassessedandthenre-assessedatleasteverytwoyearsormoreoftenwhereroleschange.
Recruitmentmaterialsshouldclearlyindicatethoseroleswhichhavebeenidentifiedasinvolvingahigherlevel of psychological risk. Where there is to be pre-employment screening and/or regularmandatoryscreeningthisshouldbeclearlydescribed.
Anypsychologicalscreeningtoolsincludingquestionnairesneedtobereliableandvalidandpsychologicalinterviewsorassessmentsshouldonlybecarriedoutbyqualifiedpractitioners.
During Appointment Linemanagersshouldconductregularone-to-oneswithofficersandstafftoproactivelymonitorthevolumeandnatureoftheirexposuretopsychologicalhazards.Thisshouldalsotakeaccountofanyindividualvulnerabilitieswhichmayaffectresilience.Thismayincludeanypersonalissuessuchasthebirthofachild,abereavementorillness.Wherenecessarythelinemanagermaymakeanadjustmenttotheworkoriftheyneedmoreinformationorsupportrefertheindividualto
Psychological Risk Management: Introduction & Guidance
Version 0.6 Page 9 of 13
OccupationalHealth.Regularresiliencebuildingsessionswhereteamscansharetheirapproachestodealingwithpsychologicalhazardsascanindividualorgroupdebriefingofparticularlydistressingorviolentincidents.Linemanagersshouldpromoteinternalandexternalsupportnetworksthatareavailabletoofficersandstaff.(EGHSEstressmanagementcompetencies)WherenecessaryreferralsshouldbemadetoOccupationalHealthforapsychologicalassessmentandreferralforadditionalsupport.
Onetoonesessionsshouldatleastfourtimesayear.Theyshouldalsotakeplacefollowinganyabsenceorwheretheteammember’scircumstanceschange.Resiliencecanbecomedepletedwithtimewiththeneedforconsiderationbeinggiventointroducingjobrotationandtenureforparticularlydemandingroles.
AfterCareLinemanagementshouldofferaccesstoadvice,andreviewthewellbeingofallstaffleavingthosepostswhichareassessedasputtingstaffatriskofpsychologicalhazards.Whereanindividualhasbeenfoundtohavebecomesensitisedtoaparticularkindoftraumatichazardcareshouldbetakentoensurethatfuturedeploymentsdonotposeariskofreactivatingatraumaresponse.Whereanofficerorstaffmemberleavesahigh-riskroleandawelfareconcernremainsthereshouldbeareferraltoOccupationalHealthsoanassessmentoftheneedforcontinuingsupportcanbeundertaken.
The impact of a traumatic exposure can be long term. Trauma responses can be re-triggered by anyreminderoftheoriginaltraumaticevent.Thiscanaffecttheremainderoftheofficer’sworkinglifeandina small number of cases can involve serious psychiatric difficulties which make it impossible for theindividualtocontinueworkinginpolicing.
SupportandSupportServicesLinemanagerandpeersupportisimportantinpreventingthedevelopmentofpsychologicaltraumaresponses.Teamattitudesthatrecognisetheneedtoshareconcernsandtoprovidepeersupportwillhelptobuildresilience.Apositiveleaderwhoprovidesrecognition,positiveengagement,cleardirectionandopennessfortheteamwillprovideanatmospherewherethereisanenhancedlevelofresilience(Cunha,Cunha&Rigo,2009).Individualsshouldbeabletoraiseconcernsandbesupportedforanypsychologicalissuesbytheirlinemanager.
Thereshouldalsobeeasyaccesstooccupationalhealth,welfareandpeersupportersorambassadorswithoutfearofbeingstigmatised.OccupationalHealth’sroleistoassessfitnessforworkandtoadviselinemanagersonrehabilitationandtheneedforworkrelatedadjustments.Whenrequiredoccupationalhealthpractitionercanmakeappropriatereferralstootherhealthcareprofessionals,includinggeneralpractitioners,psychologistsandpsychiatrists.
AspartoftheRiskManagementProcessPoliceForcesshouldmonitorandreviewthescreeningresultsandtoencourageregulardiscussions,monitoringandreflectivepracticeascontrolmeasures.
Psychological Risk Management: Introduction & Guidance
Version 0.6 Page 10 of 13
Roles and Responsibilities
Asalinemanagerorpeer,thepsychologicalwelfareofthosewithwhomyouworkisparamount.Regardlessofrankorpositionwithinaforce,itiseveryone’sresponsibilitytounderstand,identifyandreportpsychologicalrisksintheworkplace.Allofficersandstaffshouldadheretoandpromoteaculturewherepsychologicaleffectsarenotseenasasignofweaknessorincompetence.
Someroleswithinforceshavethepotentialtointerferewithanindividual’semotionalandmentalwellbeingduetothenatureofthecontentfacedaspartoftheirday-to-dayactivities.Althoughnotexhaustive,thesepsychologicalstressorsmayresultfromviewingoneormanydisturbingimagesandreports,readingaccountsofviolentactions,anddealingwithday-to-dayexposuretoconflictsandcrisis.
TherolesandresponsibilitiesofindividualsinvolvedinPsychologicalRiskManagementshouldbedetailedinaforcepolicydocument.
Senior Management Responsibilities • Developingandintroducingpoliciesandproceduresforassessingandmanagingpsychologicalrisk• Providingadequateresourcetoeffectivelymanagepsychologicalrisk• Rolemodellingbehavioursandvalues-basedpromotionalassessments• Documentsupportservicesinplaceforindividuals,peersandlinemanagersare,ormaybe
affectedbypsychologicalhazardswhichcancausepsychiatricconditions.• Fosteranorganisationalculturewhereofficersandstaffcanapproachappropriatelytrained
individualsandlinemanagersinconfidencethatthiswillnotbeseenasasignofweaknessorincompetence.
• A‘termsofreference’(TOR)forPsychologicalRiskManagementshouldbeagreedandreviewedregularly.
Line Management Responsibilities • Identifyingandassessinghighriskroles• Managingworkloadsanddemands• Supportingteammembers• Monitortheimpactofrolesposingapsychologicalhazard• Referringtroubledteammembersforextrasupport• Providingapositiveleadershipmodel
The Federation/Union Responsibilities • Identifyingconcernstomanagement• Supportingresiliencebuildingprogrammes
Psychological Risk Management: Introduction & Guidance
Version 0.6 Page 11 of 13
Human Resources Responsibilities • Ensuringpre-employmentproceduresarecarriedout• Facilitatingmovestolowerriskroleswhenrequired• SupportingLineManagement• FacilitatediscussionbetweenLineManagementandOccupationalHealthregardingthenatureof
rolesandthepotentialexposuretoanypsychologicalhazardspriortoanyrecruiting• Ensuringthatthelevelofpsychologicalhazardisclearlystatedwithinrolespecificationsand
requirements.• Alertapplicantstothemandatoryscreening,assessmentsanddebriefingthatarerequiredforthe
durationofthepost.
Occupational Health Responsibilities • SupportingLinemanagerbyassessinganindividual’ssuitabilityforahigh-riskrole• Adviselinemanagementonthewellbeingofofficersandstaffonleavingpoststhatareassessed
havingincreasedriskofpsychologicalhazards.• Providingassessmentsforofficersandstaffwhoremainawelfareconcernafterleavingahigh-risk
role• Providingmanagementinformationontheimpactoftheworkonteamsandsections• Organisationalhealthchecksandstrategichealthcareadvice
Welfare/Ambassadors Responsibility • Supportthewellbeingofofficersandstaffinpostandonleavingposts/• Actasasignpostforotherservices• Providepeersupporttocolleagues
Employees Responsibilities • Protecttheirownhealthandwellbeingandtospeaktotheirteamleaderwhentheyare
experiencingdifficulties• Engageinanywellbeingtrainingorsupportactivities• Noticewhenacolleagueisnotcopingandtooffersupport
Psychological Risk Management: Introduction & Guidance
Version 0.6 Page 12 of 13
References
ACAS(2012)Defininganemployer’sdutyofcare,downloaded29August2014
http://www.acas.org.uk/index.aspx?articleid=3751
ACPO(2009)ACPOCombatingChildAbuseontheInternet(CCAI):Practiceadviceontheprotectionof workers engaged in identifying, investigating, tracking and preventing on-line child abuse,(internaldocument)
Alexander,D.Klein,S.(2003)TheepidemiologyofPTSDandpatientvulnerabilityfactors,Psychiatry,2(6)22-26
Antonovsky,A. (1993)Thestructureandpropertiesofthesenseofcoherencescale,SocialScienceMedicine,36(6)725-733
APA (2013)Diagnostic and StatisticalManual ofMental Disorders- fifth addition,WashingtonDC,AmericanPsychiatricAssociation
Bartone,P.T.Roland,R.R.Picano,J.J.Williams,T.J.(2008)PsychologicalhardinesspredictssuccessinUSarmyspecialforcescandidates,InternationalJournalofAssessmentandSelection,16(1)78-81
BPS,2014,PsychologicalTestingCentre,http://www.psychtesting.org.uk/
Breslau, N. (1998) Epidemiology of Trauma and Posttrauamtic stress disorder, In R. Yehuda Ed.PsychologicalTrauma,WashingtonDC,AmericanPsychiatricAssociation
Breslau, N. (2009) The epidemiology of trauma, PTSD, and other posttrauma disorders, Trauma,ViolenceandAbuse,10(3)198-210
Brewin,C. (2005)Systematic reviewof screening instruments foradultsat riskofPTSD, JournalofTraumaticStress,18(1)53-62
Carver,C.S.Scheier,M.F.Weintraub,J.K. (1989)Assessingcopingstrategies:Atheoreticallybasedapproach.JournalofPersonalityandSocialPsychology,56,267-283.
Costa, P.T. McCrae, R.R. (1992) Normal personality assessment in clinical practice: the NEOPersonalityInventory,JournalofPersonalityandAssessment,45-13
Psychological Risk Management: Introduction & Guidance
Version 0.6 Page 13 of 13
eCunaMP,eCuna,R.C.Rego,A(2009)ExploringtheroleofLeaderSubordinateInteractionsintheConstructionofOrganisationalPositivity,Leadership581-101
EuropeanAgency forSafetyandHealthatWork (2011)EmergencyServices:a literature reviewonoccupationalsafetyandhealthrisks,Luxembourg,PublicationsofficeoftheEuropeanUnion.
Everton,S (2014)HealthSurveillance, inGretaThornbory (Ed.)ContemporaryOccupationalHealthNursing:aguideforpractitioners,London,Routledge
Eysenck,H.J.,Eysenck,S.B.G.(1975)ManualoftheEysenckPersonalityQuestionnaire(JuniorandAdult).Kent,UK:Hodder&Stoughton
Hesketh, I., Cooper, C., Ivy, J. (2015) Well-being, Austerity and Policing: Is it worth investing inresiliencetraining?PoliceJournal:Theory,PracticeandPrinciples88(3),220-230
HSE (2009)How to tacklework-related stress:A guide for employers onmaking theManagementStandardswork,Sudbury,HSEBooks
Jordan,J.Gurr,G.Tinline,G.Giga,S.Faragher,B.Cooper,C.(2003)Beaconsofexcellenceinstressprevention,Sudbury,HSEBooks
ManagementofHealthandSafetyatWork(1999)
http://www.legislation.gov.uk/uksi/1999/3242/pdfs/uksi_19993242_en.pdf
McFarlane, A. (2004) The contribution of epidemiology to the study of traumatic stress, SocialPsychiatryandPsychometricEpidemiology,39,874-882
Otto,J.L.Holodniy,M.DeFraites,R.F.(2014)PublicHealthPracticeisnotresearch,AmericanJournalofPublicHealth,104(4)596-602
Rick,J.Briner,R.B.Daniels,K.Perryman,S.Guppy,A.(2001)Acriticalreviewofpsychosocialhazardmeasures,Sudbury,HSEBooks
Tehrani, N. (2016) Extroversion, Neuroticism and Secondary Trauma in Child ProtectionInvestigators,OccupationalMedicine,
Wilson,J.P.Keane,T.M(2004)AssessingPsychologicalTraumaandPTSD,NewYork,GuildfordPress